What is culture? Culture is something you participate in. Here a few definitions of the term culture. Geertz describes culture as something of shared meaning, (Griffin, 2003, p. 273), Pancanowsky said culture is not at all something a organization has, a culture is something a business is. (Griffin, 2003, p. 273) Philipesen describes culture as "a socially produced and historically sent style of symbols, meanings, premises, and rules. "(Griffin, 2003, p. 420).
In this case study EUROCOM Systems is a German business and SOFTCOM can be an IT organization in New Zealand. EUROCOM Systems is overtaking SOFTCOM.
According to the above explanations about culture, we can see that EUROCOM Systems and SOFTCOM are two different kinds of organizations with two different civilizations. Firstly their dialects are different, and also the German organization has a very traditional management style. Their employees are anticipated to wear traditional business wear and ties and maintain fixed daily working time. The New Zealand organization comes with an easygoing and relaxed atmosphere, including a dress code and flexible working time that suit their customers.
There are also other problems that could happen in the new company. As the research study mentions that EUROCOM will send their own professionals to New Zealand. These professionals have to face a fresh environment, so could have a great deal of stress and anxiety.
During the takeover, it will be two different countries with different cultures merging together; obviously this could cause culture issue.
How can these cultural differences be conquer? These provides two hypotheses, using some ideas to help achieve the hypotheses.
Maxwell McCombs & Donald Shaw's Plan Setting Theory uses framing where they decide on a feature and put this in to the mind of men and women making them think about it.
For example, SOFTCOM's adaptable working hours change to set daily working time. If at lunch time or external working hours, the clients has some software problems needing speciality help, that can serve them to figure out the problems. Does indeed the customer have to wait until the speciality staff are back from lunch time? No, nobody gets the patience when they are having issues. They want the company solve the condition at once.
As nobody can operate a business without customers, SOFTCOM should put those details to body the cultural distinctions, and let EUROCOM think about by changing SOFTCOM culture it may cause many problems, and even lose customers.
Social Penetration Theory & Cultural method of organization Theory
Social Penetration Theory is when the "onion is peeled by coating" both nationalities will be friends and appreciate each other. (Griffin, 2003, p. 133) After they permeate well below the surface, the Germans and New Zealanders will become close.
Story and ritual (Making use of the metaphor) can help understand a business culture. So in this case, SOFTCOM can inform some reviews through ritual that will assist EUOROCOM Managers to understand SOFTCOM' culture.
Below is an provide an example combining both of these theories.
When the professionals of EUORCOM come to New Zealander initially, they could feel uncomfortable and not know what to state to SOFTCOM personnel, but following a few days they may start to know each other. Also SOFTCOM can offer some rituals like a get together or a BBQ, and by commercial stories, collegial tales or personal history revealing increase their relationships and help them understand the SOFTCOM' culture.
Understanding business culture
Information Systems Method of Organisations
Cultural Approach to Organizations
Narrative Paradigm Theory
From the research study, it seems that SOFTCOM Systems is a culture system and belongs to Individualistic culture. EUOROCOM Systems is an information system and belongs to collectivistic culture.
Below are some theories to identify the declaration, and also will provide a strategy for SOFTCOM to keep the unique features of the organisation.
Information Systems Approach to Organisations Theory
According to Weick's Information Systems Approach to Organisations theory, every organisation as living organizations that has to constantly adapt to changing environment to be able to stay alive. (Griffin, 2003, p. 259). Weick talks about the information and how it relates to the organisation, whereas organisation systems be based upon the info system. Weick considers in his theory the hierarchy structural of the company. Every worker is put on different degrees of positions. The supervisor is at the most notable, flows right down to the associate professionals, along the path to another level will be the workers at the low level. From this hierarchy structural, Weick varieties up the "chain-of-command lines of communication". Information is forced down from the very best, where the employer is, right down to his affiliates and from the associates to the staff below. Information moves in the organisation.
Cultural Method of Organisation Theory
Geertz and Pacanowsky's theory of the Cultural Approach to Organisation base on Information Systems Method of Organisations theory, nonetheless they state that "culture is not something that an company has; culture is something an company is". Geertz describes culture as a system of shared meaning, (Griffin, 2003, p. 273),
From the above explanations of both theories, we can see EUOROCOM is an information system, because the manager at top level pushes information right down to another level associates, also to the staff. The workers do not have an opportunity to raise thoughts to the professionals. As the case study said the EUOROCOM organization has an extremely traditional management style.
SOFTCOM is a culture system. As EUOROCOM the boss from the top pushes the info to another level also to the employees. But SOFTCOM have effective communication and a distributed meaning about the information. The case study says SOFTCOM has an easygoing slow paced life, which explains why SOFTCOM is an progressive and creative software development.
According to Ting-Toomey's Face- Negotiation theory, she distinguishes national ethnicities within collectivistic and individualistic categories. (Griffin, 2003, p. 436).
Collectivistic culture means where people identify with a larger group commitment thus operating from a We-identity. The collectivistic culture has a high framework communication or note.
Individualistic culture means where people consider themselves and their immediate young families thus acting from an I-identity. The Individualistic culture has a low context communication
Using these definitions we can see that EUOROCOM is a Collectivistic culture, because the EUOROCOM System beliefs collective needs and goals over specific needs and goals. In EUOROCOM, staff behaviour is handled by the company, for example, the EUOROCOM System employer asked the SOFTCOM staff to wear traditional business wear and ties each day, and they had no choice, but to do it whether or not they want to it or not.
EUOROCOM has a very high framework on sending messages from their supervisor to staff. The energy gap between your boss at the top and his affiliates below is wide. It is hard for the employee to connect their thoughts to the very best level.
The SOFTCOM system can be an individualistic culture; because SOFTCOM treat every person as unique.
SOFTCOM has a very low framework communication between their supervisor and staff. It's a narrow hierarchy structure. The power gap between the manager at the top level and his associates below (the employees of the organisation) is narrow. In other words, communication between your workers is straightforward and they help one another, not like the high framework communication personnel of EUOROCOM Systems. So their company is conducive to more creativity than EUOROCOM.
How can the take over be effective? In the event study EUOROCOM will generate a far more disciplined culture in the new firm which means the Germans will run the merged company to their collectivistic culture. How could the brand new Zealanders persuade the Germans not get rid of the unique top features of SOFTCOM? Here using narrative paradigm theory could persuade EUOROCOM to keep the SOFTCOM system, so that SOFTCOM will not lose the unique features of the business.
Narrative Paradigm Theory
Using Walter Fisher's theory Narrative Paradigm would succeed. Fisher says that "people are storytelling animals" and to reason to others we use tales.
SOFTCOM could persuade the Germans and explain that the organisation is moving into its culture and they do their own work based on the top features of the culture of their company and their effect on the society. To allow them to use their customers to share with a tale to EUOROCOM to persuade the Germans to verify the takeover without removing their particular features.
Customers might say they are familiar with the service that SOFTCOM gives them because SOFTCOM serve them on their own way. If EUOROCOM requires that away, loss of customers could grow to be true which EUOROCOM wouldn't normally want to happen with regard to the organisation.
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